Decoding the IT Value Problem: An Executive Guide for by Gregory J. Fell

By Gregory J. Fell

Gain larger returns out of your IT investments

Revealing the secrets and techniques to confirmed, potent options that let companies to leverage the whole price of hugely dear IT investments, Decoding the IT worth Problem is a no-nonsense consultant for making shrewdpermanent IT investments and slicing during the noise of seller advertising and marketing and media hype. writer Gregory Fell describes in wealthy element the particular procedures, frameworks, infrastructure and self-discipline required to strengthen and execute company IT options which are ecocnomic and sustainable.

  • Provides a confirmed framework for constructing and effectively executing ecocnomic IT strategies
  • Plain English assistance for gaining the main go back on funding from serious IT investments
  • Explores constructing and executing IT process; forecasting, calculating and coping with IT charges; leveraging IT investments to force company progress; IT and the evolving worldwide economic system; IT worth administration; speaking IT price around the company; and prime switch, transformation and innovation

If you are a senior point supervisor or govt accountable for dealing with IT worth on your company, Decoding the IT price Problem is the sensible and obviously written advisor you will flip to, with instruments and counsel for shrewdpermanent funding and administration of IT costs.Content:
Chapter zero creation (pages 1–2):
Chapter 1 the worth of IT (pages 4–15):
Chapter 2 Why IT tasks Fail (pages 18–26):
Chapter three The Washington precept (pages 28–40):
Chapter four Balancing possibility and publicity (pages 42–54):
Chapter five Time is the Enemy (pages 56–65):
Chapter 6 software program isn't synthetic (pages 68–75):
Chapter 7 know-how Disruptors (pages 78–87):
Chapter eight The place of work of comprehend (pages 90–104):
Chapter nine firm source making plans: One dimension suits so much (pages 106–111):
Chapter 10 Outsourcing IT (pages 114–125):
Chapter eleven Rebaselining the IT finances (pages 128–139):
Chapter 12 The CFO's viewpoint (pages 142–151):
Chapter thirteen Optimizing the CEO—CIO dating (pages 154–160):
Chapter 14 Conclusions (pages 162–170):

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That’s why I tend to cast a wide net when I’m looking for expert advice. A final comment before leaving this chapter: There is no right or wrong way to set up a governance process. The important thing is having a governance process in place. Let me share a story from my early days at Terex that illustrates my point. I had recently become CIO and I had decided to structure the IT group by region to achieve economies of scale. It seemed like a completely logical idea, at least in theory. 40 DecoDing the it Value Problem But in practice, it turned out to be a bad idea.

It’s not enough for the top executives to understand. ” IT Projects Are Really Business Process Change Projects Here’s why governance is absolutely essential: Almost every IT project involves changing a business process. ” The vast majority of projects undertaken by IT are business process change projects. The truth is that life would be much easier if we just stopped using the term IT project entirely and replaced it with business process change project. That change in nomenclature isn’t likely to take root any time soon, but it’s important for executives to understand the key difference between an IT project and a business process change project.

For example, a screen configuration that makes complete sense to a software developer might be totally impractical for a customer service rep. It’s important to know these things before they become engraved in stone, or are written so deeply into the operating system that it would cost millions to fix them. As experience demonstrates, the most valuable insight often comes from the people on the front lines. Don’t forget to include them in your governance process—they can save you from making expensive mistakes!

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